“We’re talking about design features and how you put things together in an organization, a business. Does the business look like a rocket or a blob of a government agency?” (Expanded Games, Jon Rappoport)
This piece is based on years of working as a consultant with private clients, and also on the research that led to my three Matrix collections.
People tend to have pre-set ideas about organization.
Some of these ideas stem from understanding what a business needs to do, in order to survive. They’re useful ideas.
But other ideas are “inherited”; they’re automatic; they’re put into action without conscious thought.
The first big principle SHOULD be: organization is an EFFECT of what the entrepreneur is trying to accomplish. Organization isn’t a CAUSE.
There are companies that—if they were airplanes—would find themselves housed in supermarket parking lots. The companies are that weird. They’re organized in ways that really have nothing to do with their aims.
“Well, we must have Department X and Department Y, of course. We’ll figure out later how they contribute to success.”
But later never comes. Those departments turn into significant roadblocks and obstacles.
Often, the entrepreneur doesn’t see himself as a creative organizer.
He doesn’t ask himself this question: “Given what I’m trying to do here, what’s the best way to configure my enterprise so all the energy is moving forward?”
If he did consider that question seriously, he would deploy his imagination and come up with very interesting and vital answers.
The shapes of organizations aren’t written in stone. Except when dull minds put them together.
The entrepreneur is always ready to shift strategies when they aren’t working. He should also be ready to reconfigure his organization when it isn’t working.
Buckle up—here’s a little story most people wouldn’t understand or believe: I once had a client who was ready to start a new business, but he was mired in trying to organize it. I gave him a daily writing exercise: describe all the most absurd and ridiculous ways you could put your business together.
After a few weeks, he suddenly and spontaneously came up with a few highly original and workable ideas—these ideas came out of his imagination, which was stimulated by inventing The Bizarre. “Things that made no sense” led to breakthroughs.
This is an approach people overlook because they are too timid in how they use their imaginations…they try to imagine “standard solutions.” This is a contradiction in terms. Imagination operates by going out on a limb. Then good new ideas arise spontaneously. Most people don’t grasp that. They ignore a whole dimension of their innate power.
You want to know what’s really bizarre? Imagining what already exists.
In the area of organization, people do this every day. And, as a result, they eventually find themselves dealing with all sorts of problems, and they don’t realize where those problems are coming from.